ISO 44001 - BSI Group

ISO 44001

Collaborative Business Relationship Management

Your implementation guide

ISO 44001 Collaborative Business Relationships enhances the performance and competitiveness of your organization

Collaborative business relationships have been shown to deliver a wide range of benefits, which enhance competitiveness and performance whilst adding value to organizations of all sizes: ? Improved engagement and efficiencies ? Stronger processes ? Improved risk management ? Enhanced skills ? Sustainable relationships The publication of ISO 44001 is a landmark for business and the first international standard to address this subject.

Contents

? Benefits ? ISO 44001 clause by clause ? Top tips from our clients ? Your ISO 44001 journey ? BSI Training Academy ? BSI Business Improvement

Software

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Why the new international standard?

ISO 44001 started life as PAS 11000 Collaborative business relationships in November 2006. It became a British Standard, BS 11000, in 2010 and now, it has evolved into an international standard to help organizations around the world, large and small in both public and private sectors, to build and develop effective collaborative business relationships to increase their competitive edge.

In addition to globalizing the content, during the development process the standard also adopted Annex SL. The relatively new High Level Structure (HLS) was introduced to align the implementation process of ISO management systems so that it was easier to adopt multiple management systems within individual organizations.

What kind of businesses will benefit from the standard?

ISO 44001 is applicable to private and public organizations of all sizes, from large multinational corporations and government organizations, to non-profit organizations and micro/small businesses. It can be used to manage relationships on several different levels, for example:

? a single application (including operating unit, operating division, single project or programme, mergers and acquisitions)

? an individual relationship (including one-to-one relationships, an alliance, a partnership, business customers, a joint venture)

? multiple identified relationships (including multiple partner alliances, consortia, joint ventures, networks, extended enterprise arrangements, and end?to-end supply chains)

? every external business relationship organizationwide for all identified relationship types.

How ISO 44001 works and what it delivers for you and your company

ISO 44001 is a business tool that helps organizations implement a flexible and robust system of establishing, managing and even ending collaborative relationships involving two or more businesses. The international standard outlines collaborative relationship management practices that help to ensure that businesses of all sizes get the maximum value from working with others to achieve a common goal or outcome.

Benefits of collaborative business relationship standards*

Business growth

Business improvements

79%

increases our competitive edge

55%

improves products and services

62%

attracts new customers

53%

manages business risk

*Source: 2017 BSI Voice of Customer Survey: Anticipated benefits of certification to BS 11000 (the standard ISO 44001 is based on).

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How ISO 44001 works

Formerly BS 11000, ISO 44001 became an international standard in 2017. One of the key differences between BS 11000 and ISO 44001 is how the prescriptive content is structured. Annex SL was developed by ISO as a framework for a generic management system. It provides the blueprint for a generic management system for all new and revised management system standards going forward.

Organization and its context (4)

ISO 44001 Management System

Support

& Operation

(7, 8)

Plan

Do

Planning (6)

Act

Leadership (5)

Performance evaluation (9)

Check

Intended Outcomes

It may be referred to as the `high level structure' or `HLS' but this consistent alignment makes it easier for organizations to implement multiple standards, saving both time and resources.

Needs and expectations of relevant interested parties (4)

Improvement

Based on Annex SL, the diagram shows how the clauses of the new HLS could also be applied to the Plan-Do-CheckAct (PDCA) cycle and to your collaborative relationship management system as a whole.

Some of the core concepts of ISO 44001 are:

Concept

Comment

Context of the organization Issues

Interested parties

Leadership

Risk and opportunities

Communication

Nonconformity and corrective action Performance evaluation

The range of issues (see below) that can affect, positively or negatively, the way an organization manages its collaborative relationship responsibilities.

Issues can be internal or external, positive or negative and include a number of things that either affect or are affected by the organization.

Much more detail about considering stakeholder needs and expectations, then deciding whether to adopt any of them as compliance obligations.

Requirements specific to top management; who are defined as a person or group of people who direct and control an organization at the highest level.

Refined planning process replaces preventive action. Aspects and impacts now part of risk model.

There are explicit and more detailed requirements for both internal and external communications.

More detailed evaluation of both the nonconformities themselves and corrective actions required.

Covers the measurement of the collaboration management system to identify how operations could be improved or enhanced.

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Key requirements of ISO 44001

Clause 1: Scope

This clause details the scope of the international standard, which specifies the requirements for the effective identification, development and management of collaborative business relationships between organizations. It enables organizations of all sizes from all sectors to work together at various levels from special projects and operational units with very specific functions to organization-wide joint ventures and endto-end supply chains.

Clause 2: Normative references

There are no normative references within the standard. The clause is retained in order to maintain the same numbering scheme as all the other ISO management system standards.

Clause 3: Terms and definitions

At first sight, the listing of terms and definitions seems confusing as they are not listed in alphabetical order. Instead the terms are listed relative to their conceptual importance (and thus where they occur in the standard). It may be easier to use this listing in conjunction with the alphabetical listing in Annex C.

Clause 4: Context of the organization

This clause establishes the context of the collaborative business relationship management system and underpins the rest of standard. You will need to identify external and internal issues and the needs and expectations of your stakeholders and how value is delivered to them. It also addresses the creation of value concept.

In this case the term `issue' covers not only problems or potential problems, but also important topics for the system to address, such as changing circumstances, legal requirements and other obligations.

This clause also includes determining the scope of the collaborative management system. The scope is intended to clarify the boundaries to which the system will apply. Additionally, Clause 4 requires you to establish, implement, maintain and continually improve the management system in accordance with the requirements of the standard.

Clause 5: Leadership

This clause is all about the role of "top management" which is the person or group of people who directs and controls the organization at the highest level. The purpose is to demonstrate leadership and commitment by integrating collaborative relationship management into the business' overall strategy.

Top management must demonstrate a greater involvement in the management system and need to establish the collaborative business relationship policy, which can include commitments specific to an organization's context beyond those directly required.

There is greater focus on top management to commit to continual improvement of the management system. Communication is key and top management have a responsibility to ensure its structure and detail is made available, communicated, maintained and understood by all parties.

Finally, top management need to assign relevant responsibilities and authorities, as well support the people who are involved as the system is developed, implemented and as it evolves.

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